EMERGENCY OPERATIONS | ROLES & RESPONSIBILITES

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"I am so proud of our Reeve, Mayor and all the Councillors. They had to – and still have to – make some very difficult decisions. Most of them have full time jobs already; now they have two."

Whether executing orders or following their own moral compass, many people stepped in – and stayed behind – to help. Some laid down the law. A few took the law into their own hands. All fought to save the municipality and everything in it. While a definitive list of those who contributed in some way to battling the blaze or dealing with its aftermath will likely never be compiled with any accuracy, the following individuals and organizations are representative of the many different forms in which help arrived.

AEMA (Alberta Emergency Management Agency) led the coordination, collaboration and co-operation of all organizations involved in combatting the disaster. Specifically, the AEMA deployed CEMA to run the joint Emergency Operations Center.

AHS/EMS (Alberta Health Services/Emergency Medical Services) maintained an ambulance service throughout the ordeal, organized the sanitizing of the entire Slave Lake hospital, and supplied health inspectors to measure air and water quality.

Animal Rescue had the onerous task of finding, feeding and relocating displaced pets. Scouring fire-ravaged communities from Mitsue to Canyon Creek, this team rescued more than 300 animals over the course of six days.

ATCO Electric/ATCO Gas were among the first post-disaster safety responders. These companies initially worked throughout damaged communities to check for gas leaks and live electrical currents, and then worked diligently to repair damaged infrastructure and restore essential services to area residents and businesses.

CEMA (Calgary Emergency Management Agency [and Canada Task Force 2]) travelled from Calgary loaded with equipment and manpower to initially provide emergency medical assistance. Upon arrival, however, these highly-trained teams adopted key planning, logistics and incident command roles within the EOC.

Chief Administrative Officers (CAOs) assume an emergency operations management role and wield most of the decision-making power during a State of Local Emergency. Slave Lake CAO Brian Vance and MD CAO Allan Winarski deferred their operational authority to agencies such as Calgary Fire – and to individuals such as CEMA Deputy Chief Tom Sampson, who provided significant technical expertise and who consulted the CAOs at every juncture. Allan and Brian subsequently kept the Reeve, Mayor and their respective Council members informed on all progress and critical matters.

Council Members from the MD, the Town of Slave Lake and Sawridge First Nation worked tirelessly to ensure the safe evacuation of residents, to plan for their comfort and well-being in outlying communities, and to provide for their safe and timely return. Much of their task involved gathering and conveying vital information to their teams and the public at large. They also worked closely with the EOC and government officials to determine the long-term requirements for rebuilding the community, its infrastructure and its social well-being.

Doctor Immelman stayed at the EOC for the duration of the crisis, despite losing his own home in the fire. The only doctor in town, he tended to an endless line of residents and emergency personnel. Dr. Immelman and the nurses who returned to assist him worked to save downed helicopter pilot Jean-Luc Deba, who eventually succumbed to his injuries.

EOC (Emergency Operations Center) was the incident command, planning, logistical and financial nerve center of the disaster. This group facilitated seamless collaboration between disparate emergency crews in the heat of battle, and laid the groundwork for fast and efficient recovery efforts in the weeks to follow.

Fire Services were obviously fundamental in controlling the blaze and safeguarding lives and livelihoods. The Slave Lake Regional Fire Department worked without sleep or basic amenities for days before back-up forces flowed in from across the province to assist.

Local Businesses and contractors responded to calls for assistance from municipal and EOC officials. Goods, services and equipment were offered. Within a span of just two weeks, the number of private organizations that provided assistance was staggering.

MD 124 Staff fulfilled a variety of vital roles. The Information Technology department was instrumental in setting up the Emergency Operations Center at the Northern Lakes College and providing technical assistance throughout the disaster. Transportation crews erected security fencing around damaged and destroyed properties, assisted fire crews and cleared all roadways of debris. Utility Workers remained at water plants to repair their systems and provide water to the area. Waste Management expanded the capacity of the regional landfill to accommodate significantly increased demand – due to the effects of the fire and new home construction during recovery. Administrative staff and managers adopted roles in finance, planning, logistics and incident command for the duration of the crisis. Collectively they provided a wealth of administrative assistance and local intelligence to the Emergency Operations Center.

Northern Lakes College provided facilities, equipment and IT staff to assist the EOC.

Peace Officers conducted patrols of areas in peril, manned road blocks, searched neighbourhoods and assisted in maintaining order in a time of chaos and uncertainty.

Private Citizens played a variety of roles, from helping mobilize neighbours in the line of fire to providing emergency personnel with equipment and expertise. A few intrepid souls actually bypassed roadblocks and eluded police patrols to save homes in their communities in Southshore and Devonshire Beach.

Provincial Government provided significant resources and expertise, including disaster funding, communications, and the Provincial Operations Center (POC). With considerable speed and scale, they established a task force to work with the MD, the Town of Slave Lake and Sawridge First Nation on recovery efforts.

RCMP manned road blocks, kept the peace and instilled order during a period when rules were virtually nonexistent. Burned out neighbourhoods and business districts were routinely patrolled to ensure continued safety and guard against looting that invariably occurs during a disaster.

SRD (Sustainable Resource Development) were fundamental in initially locating the wildfires from the air, and in responding to these fires with water bombers, helicopters, heavy equipment and ground crews. SRD are perpetually responsible for safeguarding the communities of Lesser Slave River from wildfires.

TELUS crews worked quickly to restore residential telephone, Internet and emergency 911 service after the wildfires had subsided. TELUS also provided all residents with free long distance during the evacuation and for a period of time afterward.

Town of Slave Lake fulfilled a variety of vital roles. Public Works staff worked hard to repair lost utility and transportation infrastructure. They cleared debris, ensured public areas were safe, and helped restore water back to potable status. Administration and management assisted with planning, finance and logistics for the duration of the crisis. Community Service staff were instrumental in setting up the Reception Center and managing material donations. Collectively they provided a wealth of administrative assistance and local intelligence to the Emergency Operations Center.

Volunteers assisted in various areas of the EOC with food preparation, housekeeping and laundry. During the time residents began to return home, additional volunteers were brought in to assist with the reception center, housing, welcome home packages and donations.